Change management is defined as the systematic approach that deals with the transformation or transition of the firm’s processes, technologies, or goals. An action plan refers to a checklist or document that outlines the tasks or steps that need to be accomplished for attaining the set goals (Shulga, 2021). The report will provide insight into the action plan that is being developed for addressing the change within the organization after Covid-19 to acknowledge the concept of mental health and the well-being of the resources.The change is essential in the organization to cope with the changing requirements of the business, marketplace and human resources.
Purpose is to develop the action plan for improvising the well-being of employees in 12 months through employee engagement and bringing in change within the organizational settings.
Goal is to develop an action plan through which the health and well-being of the organizational employees can be maintained. Intended outcome will be attained is an action plan with better employee engagement in which focus will be made on their mental health and wellbeing.
Covid-19 has created a relevant impact on the organization even after. The work-from-home scenario and the lockdown across the countries impacted the mental well-being of the employees, thus it became essential for the organization to bring in change through which they can emphasise the mental well-being of their resources. Inclined stress and pressure from the outside environment led to creating an enhanced impact on their health. To bring change within the organizational settings it is important to understand the driving and restraining forces to bring in change (Hanelt, et al., 2021). FFA (Force field analysis) can be utilised by the organization that refers to the change management model that is segregated into the driving forces and restraining forces that are against the change. It acts as the roadmap for developing the action plan considering all the potential factors that can create an impact on their operation. These forces are illustrated below considering the scenario provided:
Driving forces: These are the ones that push within the direction that leads change to occur within the firm in the required direction. It enables firms to address the change process in the flow of information and ensure smooth functioning. The factors that are favourable for the firm to bring in change are the mental and health well-being of employees, market requirements, organizational needs, incline productivity, customer requirements, and competitive edge (Akbar et al., 2019). These are the forces that pressurise frim to bring in change within their organization so that the wellbeing of the employees can be ensured.
Restraining forces: These are the forces that are opposite to the driving forces and impact the change. It implies the factors through which the functioning or operations of the organization cannot be handled as per the requirements. The factors that will restrict the firm to bring in change are uninterested employees, leadership, safety & well-being, disengagement, working culture, and misunderstanding of why change is required. It confines the organization from bringing in change and delivering their operations as per the requirements.
The driving forces illustrate that the change is important and what all factors are in favour of the change so that the organizational requirements can be addressed. The restraining forces stop firms or restrict them to execute the change. Force field analysis is a framework used for the decision making that is allowing the change and strategic planning by which the decision are favoured. It will look towards the factors that is influencing a particular situation in an organization.
Governance refers to the system through which a firm is controlled, and operates and the mechanism through which people and they are held accountable for their operations. The key aspect of governance is administration, ethics, compliance, and risk management. With the sake of the key aspects that is the administration the resources are going to be allocated. Compliance to the factor and planning will leads to the better management of the staff. Lastly, risk management that is bringing the forces in a controlled manner. It implies a system through which firms formulate and execute decisions for attaining their objectives. The structure enables a firm to attain its objectives and monitor their performance. From the perspective to bring change considering the covid-19 scenario, the key aspects are illustrated below:
Structure: The structure that will be emphasised here is a functional organizational structure that refers to the team structure which is liable for grouping the employees into diverse groups depending on the expertise areas (Yue et al., 2019). It comprises centralized leadership in which there will be clear roles, responsibilities, decision-making authority and relevant chain of command.
Roles and responsibilities: The precise chain of command will be maintained. Leaders will formulate the strategies and for each team, a leader will be assigned. The leader will be responsible for managing the roles to be conducted by the employees and will assist them while they are doing so. The employees will be involved in the process of decision-making through open discussion (Faupel & Süß, 2019). The responsibilities will be given to the employees depending on their knowledge and interest considering the feedback attained from them. It will allow them to engage themselves with diverse responsibilities adequately.
Change is required within the organization through which the firm can deliver its responsibilities by considering the impact of Covid-19 on the mental health and well-being of human resources. The participative leadership style can be utilised by the leader in which all the entities of the organization will work in alignment for the formulation of the decisions. Here, it has to be considered that all the employees will be engaged and encouraged to give their opinions in favour of something and even if they do not agree with opinions. It implies that the participation of the employees will be encouraged and when a decision will be made considering their opinions the firm can attain affirmative productivity, engagement, and interest will be attained. When change has to be initiated they will have an understanding of why and what decisions are being made. It will allow them to adhere and adapt to the change process which will be a positive step towards their mental wellbeing.
As the new policies were created by the organization, then it was determined that relevant hindrance was seen by the employees. For example, there were low participation levels as only 5% of the employees participated in the activities conducted by them, and they discontinued membership in distinct activities. There will be obstructions from the human resources as is evident from the steps that were taken by the firm before. The key to implementing the change is to involve the human resources within the discussion through which the changes can be brought in. They must be involved in the decisions but for this, their opinion and their perspective towards the change has to be acknowledged and what they think about this (Spicer, 2020). It will assist in ensuring that they know what the firm is up to. The mental health of the employees is impacted due to the event and for engaging them their performance evaluation will be done through which they can be provided with recognition and rewards. It will assist in motivating and engaging them which in turn will be good for their mental health as their efforts will be valued. The Employee assistance program can be used through which counselling can be done and assistance can be delivered. The work-life balance will be focussed on which will be ensured that employees are not over-pressurised to work beyond their duties or working hours.
An open communication platform will be provided to them where they can share the issues that they experience while delivering their operations and they can also have a general conversation with each other. The requirements of the employees will be collected and based on this the feasibility analysis can be done to determine their needs. Once it will be done, then decisions can be made (Ancillo, del Val Núñez and Gavrila, 2021). The formal discussions will be each day to know their experience, problems and if there is anything that impacts their operations. The one-on-one sessions will also be conducted. The reason for the change will be interacted and why it is mandatory their opinions can be taken to acknowledge how employees think that it can be approached.
The key deliverables of the plan are:
Deliverable |
Roles |
Responsibility |
Timeframe |
Identify the scope of change |
Management, leaders and executives |
Determine what is required, why, how, and who will be impacted |
1 week |
Develop the strategic goals |
Management |
Identify what will be attained through the change and its impact |
3 days |
Formulate the team |
Management |
The team will be developed to analyse the requirements and expectations of employees |
15 days |
Key performance indicators |
Leader and management |
Employee engagement and interest will be the key The attitude and participation towards diverse programs. |
2 days |
Project stakeholders |
Employees, employers and all the internal and external entities who have an interest in the organization |
A communication plan will be developed through which all the entities can keep their opinions through which change can be brought in smoothly through their active participation. |
On-going process |
The timeline is created for bringing in the change within the organization. Here, the participation of the employees is essential. The change can be evaluated through how the employees respond to the change and it will be evident through their performance (Burke, 2022). It will allow them to analyse their mental well-being as they can concentrate more on their work. If the response from the employees will not be effective then the change process has to be reviewed again. Implementation will be seen in various phases that will comprise of active participation and improvement in the organization. By this, the expectation would be set for the employees and an organization.
From above it can be concluded that the rationale of the change management process is to execute strategies for controlling the change, and assist people to adapt to the change. The mental health of the employees has to be improved which will be evident through their presence of mind and through the operations that they conduct.
Akbar, M. A., Sang, J., Khan, A. A., Mahmood, S., Qadri, S. F., Hu, H., & Xiang, H. (2019). Success factors influencing requirements change management process in global software development. Journal of Computer Languages, 51, 112-130. https://doi.org/10.1016/J.COLA.2018.12.005
Ancillo, A. D. L., del Val Núñez, M. T., & Gavrila, S. G. (2021). Workplace change within the COVID-19 context: a grounded theory approach. Economic Research-Ekonomska Istraživanja, 34(1), 2297-2316. http://dx.doi.org/10.1080/1331677X.2020.1862689
Burke, W. W. (2022). Organization development. In Oxford Research Encyclopedia of Psychology. https://doi.org/10.1093/acrefore/9780190236557.013.734
Faupel, S., & Süß, S. (2019). The effect of transformational leadership on employees during organizational change–an empirical analysis. Journal of Change Management, 19(3), 145-166. https://psycnet.apa.org/doi/10.1080/14697017.2018.1447006
Hanelt, A., Bohnsack, R., Marz, D., & Antunes Marante, C. (2021). A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change. Journal of Management Studies, 58(5), 1159-1197. https://doi.org/10.1111/joms.12639
Shulga, L. V. (2021). Change management communication: The role of meaningfulness, leadership brand authenticity, and gender. Cornell Hospitality Quarterly, 62(4), 498-515. https://doi.org/10.1177/1938965520929022
Spicer, A. (2020). Organizational culture and COVID-19. Journal of Management Studies, 57(8), 1737-1740. https://doi.org/10.1111/joms.12625
Yue, C. A., Men, L. R., & Ferguson, M. A. (2019). Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45(3), 101779. https://doi.org/10.1016/j.pubrev.2019.04.012
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